Five success factors when implementing a coaching program
Digital business coaching for executives
In times of constant change, coaching can be a very effective measure in personnel development. What is important for the successful introduction of a coaching program and what mistakes should be avoided? To the original interview.
"A strategically set up coaching program can work wonders in achieving business goals such as managing an upcoming transformation, employee retention or leadership development."
- Johannes Darrmann, Head of Business Development
The situation: Digitalization, globalization, pandemics and many other factors are constantly changing the demands on the working world. In response, there are regularly new Change projects in organizations. Here a new software to facilitate the workflow. There a different structure to work even more effectively with new, perhaps global teams. Managers in particular are expected to adapt quickly to the new external and internal requirements, and to steer their employees through the change with motivation.
The consequence: pressure increases, performance decreases, and managers become overwhelmed. If this is the case, quick solutions are sought - usually together with HR or PE - and a coach is often requested as an ad hoc measure and suggested to the overburdened executive. This can have unintended effects:
1. the search takes too long and the executive leaves the company.
2. the coach does not fit personally and in terms of content, but is selected for reasons of urgency.
3. due to the hasty introduction of the coaching measure, it is not perceived by the Executive not perceived as appreciative support, but as a "compulsory event".
All in all, not a good and promising outlook, is it?
The solution approach: Future-oriented HR organizations have understood that they should not view coaching as an ad hoc measure only in turbulent times, but as a strategic program that has been meaningfully introduced into the organization. In this way, they can build a positive coaching culture with clear framework conditions and actively shape change together with managers.
There are Five Factors that are critical to the success of implementing a coaching program in organizations. Let's say up front, however, that there is no one-size-fits-all solution. Every person is unique and so are organizations. This article is intended - without claiming to be exhaustive - to share practical experience, provide impetus, break down barriers and encourage people to take the first step.
1. define clear goals and success criteria
Preparation is everything. In planning, HR should be clear about what the overall organization's strategic goals are and how a coaching program should play into them. Typical goals may be:
Successfully manage transformation projects
reach next growth stages
Develop (young) executives or talents
Reduce absenteeism
Manage post-merger integrations
Increase employee loyalty
Employer Branding improve
It is important to first agree these goals with the management and, if possible, to define measurable key figures such as satisfaction levels, absenteeism or performance feedback for the coaching program in advance. At this point, the HR department should also check which internal framework conditions are required and which coaching partners might be suitable.
2. identify key stakeholders and involve them at an early stage
Only together can it succeed. Stakeholders are the people who are directly or indirectly affected by the coaching program. In addition to the management and the people who are potentially to receive the coaching themselves, these can also be other functions such as finance, IT or corporate communications. Here it helps to divide the stakeholders into factual subgroups. One possible type of breakdown could be the different requirements of functions or departments, such as decision-makers, users, multipliers, and concern groups.
Why is it important to include these individuals? Quite simply, some of them are critical to the success of the program and asking them in advance expresses appreciation for their roles. Also, in a face-to-face conversation, any resistance, such as from those with reservations, can be reduced and positive information about coaching can be shared.
3. find internal "influencers" for the launch
People follow people. When introducing a coaching program, rapid organizational acceptance is critical to success. It is strategically advisable to recruit people who are open to the topic of coaching and have a good reputation in the organization as "influencers" for initial coaching journeys. Their enthusiasm and first positive experiences radiate into the organization by themselves and can then convince further employees of the impact. The rule for HR here is: find the first influencers, coordinate, dare to take the first step and make the first experiences together. The program can start "small" and then grow organically according to organizational needs.
4. provide easy access to coaching
Keep it simple. Simple communication channels, transparent IT and coordination processes, and a generally good user experience are essential for success. As soon as there is a need for coaching, the coachee should start the coaching journey within a short time and not spend 3-4 weeks in internal coordination loops. In practice, we often experience two process approaches, which, depending on organizational requirements, can also be designed as a hybrid model:
PE or HR as internal point of contact (more control):
In this case, the coaching needs, timeframe and budget are coordinated and approved individually with HR depending on the coaching request.Individual and own coaching budget (higher self-control):
At the beginning of the program, for example, corresponding coaching quotas are agreed per management level or simply per program participant, which can then be used in a self-controlled manner via a simple (digital) process if required.
5. actively offer exchange formats on coaching experiences.
Spread the word. Coaching often releases great forces and a lot of positive energy in the coachees and offers exciting success stories - for example in overcoming challenges. These stories should be heard in the organization. HR can actively promote this. In practice, this is achieved by setting up exchange formats in which to talk about Coaching as a method and reporting on the initial experiences from the pilots. These can be learning lunches, impulse presentations by coaches, success stories, "favorite methods" or even the "mistake of the month". This promotes transparency, acceptance and a positive coaching culture overall.
Conclusion
Just do it. With a little planning in advance, good internal coordination, a competent coaching partner and targeted project management, a coaching program can be introduced and thus become a culture-shaping success factor in the upcoming change processes.
Want to learn more about our digital coaching journey and interested in how thankscoach can support your organization? Then contact us without obligation for a first meeting.
